Handbook of Conflict Management Research
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Handbook of Conflict Management Research

  • Elgar original reference

Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn

This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading conflict from multiple perspectives and cultural orientations, the role of context in conflict and the teaching of conflict management. Altogether, the Handbook provides a critical avenue for researchers and practitioners’ continued engagement in conflict research and management theory.
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Chapter 9: Managing cross-culture conflicts: A close look at the implication of direct versus indirect confrontation

Jeanne Brett, Kristin Behfar and Jeffrey Sanchez-Burks

Abstract

This chapter focuses on what it means for individuals from different cultures to manage conflict. We focus on one of the most prominent cultural differences: direct versus indirect confrontation. We describe the differences between direct versus indirect confrontation of conflict, elaborate on how culture influences this difference, discuss the pros and cons of each approach, and describe the different forms that direct and indirect confrontation can take. We end with a discussion of myths about indirect confrontation concluding that, despite the indirect label, indirect confrontation sends a very direct message to those who are primed culturally to recognize it.

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